Spare Tyre’s Board Away Day

Sept 2007

What we have achieved over the past year

Change Management has been achieved.

It has had a positive effect throughout the organisation.

Transparency throughout the organisation is vital for its continued success.

Our profile has been raised.

New Structure New Roles

•Board of Directors/Trustees•Artistic Director/CEO•General Manager •Administrator•Patrons•Associate Artists

Board • We currently have 10 members: 9 voting Directors/Trustees 1 non voting Artistic Director/CEO

• Individual strengths of members have been well utilised throughout 2006/07

• We should aim to have 12 voting members: If approved we will have 2 new members by the end of 2007 We need 1 or 2 more new members over the next couple of years –

legal, local government, arts, learning disability

• Consider appointing General Manager as Company Secretary

Artistic Director / CEOThe Post has authority and respect:• It relies on a transparent relationship with Board members, and a

good working relationship with the Chair

• It relies on strong and trustworthy right hand – the General Manager - who understands finances and is excited by artistic ambition

• It has given the organisation vision and clarity which staff are inspired by

• Staff are responding positively to clear leadership (statements)

• Peer organisations and funders are equally as positive to the change (Arts Council Green Candle Oily)

AD/CEO is working towards the balance of 60% artistic and 40% admin/business.

There has been increased pressure on administration since the beginning of the year. It should subside by the end of 2007 as staff understand and adjust to their new roles and responsibilities.

The 60/40 ratio should be maintained until the next review.

General Manager/Administrator

• Both these roles have recently been appraised • The new JDs (1 year old now) are working effectively• Minor changes have been made to them• The changes reflect the current job• Both current post holders are motivated and inspired by

the future work of the company• The post reviews will be regular as they help identify

future personnel needs as reflected by the current p/t book keeper. An additional p/t admin assistant is being considered.

What do we want to achieve over the next

2 - 3 years?

Mission

Spare Tyre Theatre Company uses theatre with voiceless communities to provide

opportunities for people's life stories to be shared and celebrated creating community theatre that transforms lives and challenges

social prejudice.

AimsTo create provocative high quality theatre productions with non-professional performers through a structured and supportive process, providing many participants with their first experience of creating a show and performing to an audience

To create programmes which aim to evolve over a period of time speaking to the needs of each community and enabling past participants to develop in new roles within the project

To offer training appropriate to the community’s needs and create a safe environment where participants’ experiences can be explored and validated

To build partnerships that support the work within the community and inform the Company’s practice

To promote and document Spare Tyre’s unique practice in order to raise, develop and maintain the company’s profile as a leading voice of community theatre

To respond to the changing needs of communities throughout London and also seek to effect change by creating models of good practice within arts work

To be at the forefront of developments in community arts, identifying and researching new opportunities and piloting new initiatives

PatronsWe need them to help raise our profile

Who should they be?

Respected public figures with knowledge/appreciation of a) community theatre/arts

b) learning disabled communityc) older people

How shall we cultivate them?What are we asking them to do for us?

Associate Artists

The idea is to nurture artists/technicians/

admin staff/volunteers

who adopt and share Spare Tyre’s

working methods

helping us to raise our profile

They are proud to be associated with ST

We are proud to be associated with them

The Constitution

It should be: accessibletransparent

user friendlyreflect current practice

Ours is archaic and needs updating/changing

Notes from solicitors

Board to consider the following resolution at this meeting:

Resolution to change the constitution to be accessible, transparent, user friendly and reflect current practice.

That solicitors are instructed to make the changes and that money is earmarked for the constitutional changes.

CEO is given the mandate to carry out the above resolution.

Action/timeline:Initial research into solicitors and budgets by October 2007

After Drafts have been agreed Charity Commission approached for alterations/approval

Send notice to members of EGM

Approved at EGM by Board in early 2008

Ask Charity Commission for new document to be replaced by old one

If we cannot afford to do this in 07/08 it will be completed in the new financial year 08/09

The Creative Vision

HotPots Creative work with elders

inc.TheatreCreative work with people with

learning disabilities

To have two theatre companies that tour shows London-wide

nationally and beyond(Two main shows per year)

To find like minded partners for each strand of work

(Arts Council funded/ fees/ sponsorship)

Elders: To continue our work in up to 3 resourse centres using the

SCAT model (up to 30 weeks per year):

St Paul’sAlsen

Another

(Trust Funded)

To continue our training shows for health and care workers

Attend festivals/conferences

(Earned Fees)

Learning Disabilities:To continue accredited theatre

skills coursesOCN Entry level

NOCN Level

(LSC funded)

To set up residenciesin special schools

Attend festivals/conferences

(Trust funded/fees)

To facilitate assisted employmentwithin ST and creative industries.

(Trust funded scheme)

Current situation: ACE: Grants for Arts cut by 35%

Government spending review: RFO monies at standstill/reduced Companies will be cut (March 2008)

Decreasing money from trusts: more admin/ 2 stage applications

Local government: tendering process / 2 stage applications

What happens if we do not meet our fundraising targets over the

next 2 - 3 years?

Shorter projects

Increase our fee earning capacity

Joint projects

Capitalise on Thinking Pink legacy